The Breckland and Capita Strategic Alliance Phase 2 Overview ‘Platform Building and Business Transformation’
Overall Strategic Objectives “ The key objectives of the Strategic Partnership are to:- • Develop the Council’s services in certain key areas so that income for the Council and Capita can be generated through trading these services both with other local authorities and other public and private sector organisations; • Ensure that the Council continues to provide high quality, value for money services to its residents and businesses; and • Identify areas for potential improvement and working together to ensure that benefits are realised.” Source: Strategic Partnership Agreement 2
3 Overview: The Alliance Phases
Phase 2 Phase 2 Phase 1 Phase 3 BDC Alliance ICT ICT Planning and Planning and Planning and Building Control Building Control Building Control Customer Front Office Customer Contact Centre Optimisation Contact Centre Environmental Environmental BPR BPR Health Trans Health HR & HR & HR & Payroll Payroll Payroll Organisational Preparing the Development org for trading Economic Economic Economic Development Development Development Mobile Mobile Mobile Working Working Working Sales and Sales and Sales and Marketing Marketing Marketing 4
Phase 1 Achievements • Information management strategy defined and supported by an initial set of IM policies • Full business case undertaken for the trading of Planning and Building Control • Draft business plan for trading the contact centre containing: – 15 products for trading have been identified – Assessment of the market including a competitor analysis – Financial business plan developed • Extended outline business case conducted to explore the opportunity to trade HR and Payroll services • Transformation recommendations for 5 services including: – 30 opportunities targeted at increasing service levels – 51 opportunities targeted at increasing customer satisfaction levels • Market research study was undertaken with 80 respondents from UK local authorities • Sales and Marketing plan has been established. • Key joint opportunities to ‘test’ the market have been explored. 5
Phase 1 Benefits Identified ICT • £325k efficiency savings from ICT improvements • 49 ICT projects identified as part of the ICT route map for the next 2 years. Planning and Building Control • Customer focused service delivery • Income generating activity through a trading company Customer Contact Centre • Trading potential and a reduction in operating costs • Improvements in service quality, availability and efficiency HR and Payroll • The HR and Payroll service will be made ‘fit for purpose’ • Provide a track record to enable future provision of shared services Economic Development • Potential for trading income to cover the costs for service provision back to BDC • Opportunity to sell project management capabilities to deliver ‘Growth Point’ projects Business Process Re-engineering • Release capacity by reducing the need for administration support • Increase efficiency and enhance customer service by streamlining processes and moving more into the contact centre 6
Phase 2: Objectives Implement the recommendations from Phase 1 in order to: • Develop services in certain key areas so that income can be generated through trading • Ensure high quality, value for money services to residents and businesses continue to be delivered • Improve efficiency in order to realise cashable benefits 7
Phase 2 Alliance Components Implement required improvements, identified in Phase 1, to enable trading CCC and improve efficiency Prepare the organisation for trading and optimised service delivery OD harnessing the benefits from the wider transformation Redesign the delivery of Environmental Health to improve service quality Env and improve efficiency to provide cashable budget savings Health Maintaining Ensure the changes being implemented do not adversely affect the Corporate performance of the Council. Performance Sales and Progress the sales and marketing plan developed in Phase 1. Work together to develop joint opportunities Marketing 8
Implement Directorate based activity from Phase 1 Community & Commercial Cabinet People First Environment Services WS1: Front Office Optimisation £ Project Management Environmental Health Trans WS3: Capita WS2: Organisational Re-Shaping £ Sub WS3: Maintain Corporate Performance £ £ £ Benefits Capture 9
WS1: Front Office Optimisation Key actions • Identifying the best channel for customer contact for each query type and then promoting that channel in the most effective way. • Resource against demand • Streamlining of Revenues and Benefits front office service, integrating with back office systems. • Streamlining of Street Scene service • In scoping of Environmental Health customer contact • In scoping of Housing Service customer contact • Increase telephony capacity Benefits • Enable Trading • Improve customer service • Increase Efficiency 10
WS2 Preparing the Organisation for Trading Description • Move from a traditional Local Authority structure of ‘delivery’ focus to one of Deliver Govern enablement and governance. • Ensure that the organisation can compete in the market effectively Deliver Govern Drivers Deliver Govern • Become more responsive to customer needs through competition • Challenge and change the current culture Deliver Govern and mindset • Maximise opportunities for efficiencies through change • Create trading units capable of being ‘floated’ whilst being centrally governed • Achieve industry standards of service 11
WS2 Preparing the Organisation for Trading Political Partners Leadership Core The traditional ‘LA’ Officer Triangle • Move from a traditional Local Government ‘triangle’ to trading unit and core governance model • Prepare for the creation of a number of vehicles that best suit the industry and market • Form a slimmer, more responsive organisation 12
Environmental Health Key actions • Streamline processes to realise operational efficiency and generate standardised processes • Manage the forecast increase in enforcement activities and costs that have been driven by legislative changes • Improve customer satisfaction by increasing resolution at first point of contact • Create a more pro-active service Benefits • Reduce operating costs • Improve service standards • Deliver efficient, value for money services • A flexible service aligned to changing business needs 13
WS3 Maintaining Corporate Performance Description • A governance arrangement for Phase 2 to ensure that any performance issues are recognised and mitigation plans are in place to address them • Linked to “at risk” element of third party fees. Benefits • Ensuring that benefits can be obtained without detriment to services • Best practice can be shared • Confidence to proceed through WS stages 14
Outcomes of Phase 2 At the end of Phase 2 BDC will have: • A tradeable contact centre providing industry standard performance at significantly reduced operating costs taking pressure of the back office departments • A slimmer, more responsive and commercially minded organisation fit for trading and governing the provision of services • An optimised Environmental Health department which better suits the needs of BDC, its residents and businesses • Maintain or improve corporate levels of performance • The capability to trade other services 15
Summary • The Council needs to create a more responsive and entrepreneurial structure to trade • The Contact Centre is the Council’s key asset in trading and needs to rapidly reach industry standards of service and cost to compete • The Council’s current position, if no action is taken, will create pressure to increase Council Tax and the current budget does not accurately reflect spend and needs to be aligned • The risks of Phase 2 are being shared within the Alliance with the benefits from Phase 2 expected to provide in the region of the required £1.5m with planned Phase 3 trading revenue as an additional benefit Contract negotiations are now underway to ensure any remaining uncertainties are properly resolved 16
Next Steps for the Strategic Alliance Phase 2 BDC • Setting up the trading unit for P&BC using ARP model by the end of August • Delivery of Business Transformation Strategy and outcomes of Phase 1 Phase 2 Alliance • Completion of due diligence including relevant Council committees Commercial discussions with Capita commencing Wednesday 8 th August • • Set up a meeting of the Create Task and Finish Group Decision on way forward at 20 th September Council • 17
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